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We recently talked about the importance of an aligned staff development framework in your school or Trust, and our first point was to make sure your objectives are SMART – Specific, Measurable, Attainable, Relevant, and Timely. SMART objectives are a common project management tool, and can be set for an individual staff member, for a
We recently talked about the importance of an aligned staff development framework in your school or Trust, and our first point was to make sure your objectives are SMART – Specific, Measurable, Attainable, Relevant, and Timely. SMART objectives are a common project management tool, and can be set for an individual staff member, for a department, a school, or even as a vision for an entire Trust. So, what are the benefits of SMART objectives for staff management, and how do you make sure you’re getting them?
(You can also click here to read & download a handy PDF checklist for SMART objectives)
Specificity is important because it means your staff will always have a clear sense of direction. Wanting to improve attendance may be your overarching goal, but your staff will be listless and their attempts to do so may rub up against one another if they each have that as their own personal objective. A more specific school objective would be “improve on last year’s attendance across the board in every year group”. Then, your Heads of Year would have even more specific attendance objectives such as “meet with the parents of every persistent absentee in Year 5, to create personal attendance strategies“.
In this way, your staff all know how they’re contributing to your targets. This will give their daily tasks a sense of genuine purpose, and help them prioritise their time. To check if your staff objectives are specific enough, ask yourself; is this objective focused on this one person’s role in the school? Am I confident this objective won’t be misconstrued?
Measurability is important to consider for practical reasons. You need to know if your efforts are effective so that you can build on them next term or next year, and you can’t know that unless you’re somehow measuring them. When you set a staff member’s objective, consider how it will be reviewed in three months time. Try not to set objectives that will require a significant admin burden to measure – it’s best to use metrics which are already recorded by the tools at your disposal. For instance, the Head of Year target above, to meet with the parents of every persistent absentee in Year 5, would be very difficult if you didn’t already have a way of reporting on persistent absentees by year group and easily making their meeting records.
Remember that ‘measurable’ doesn’t necessarily mean ‘measured by hard data’. A classroom teacher, for instance, might have a target of achieving positive feedback in every lesson observation that year. If you decide how you’re going to measure your targets up front, you remove any disputes and headaches from the performance review process, and ensure that staff members always know how well they’re doing.
It’s important to make sure your objectives are challenging, yet realistic. Give your staff members something aim for, but make sure the target is within range. Getting to a 97% attendance average this term is a very specific and measurable goal for your school, but could end up being pretty demoralising if your current attendance is 85%. If a goal is overwhelmingly optimistic, it’s harder to work out where to start, and stressful to invest energy into any one approach.
Individual staff abilities should also be considered – do they have enough training in their role to complete this objective? Will they need any help? Do they feel confident that they can succeed, and if not then how can you as a manager instill that confidence in them?
Making sure your objectives are relevant has obvious surface level benefits – there’s no point telling your staff to do something that has nothing to do with the school or its students. Relevance has a more refined meaning though; individual staff objectives should be relevant to their team’s current objective, which should be relevant to the school’s current overarching objectives, and so on. At the top level, creating a very clear improvement plan will help all of your school or Trust’s line managers to set relevant individual goals for their staff.
If staff goals are all very relevant, the right person will always be completing the right task. Relevant objectives also help staff improve their skills in their chosen career. To test whether an objective is relevant enough, ask yourself if it’s contributing both to the goals of the school and the purpose of that individual’s job role.
Every objective should be time bound, both to make sure there’s a defined end or review date, and to make sure your staff member is performing tasks at a relevant time in relation to their context. In a school or Trust context, this generally means binding objectives to the academic year. You should be able to decide whether an objective is a short term goal which should be finished by the end of term, such as to support students in achieving their mock exam target marks, or whether an objective is a longer term project that could take all academic year with termly check ins, such as to improve homework submission rates across a department.
The benefit of this is that your staff member will have the time they need to achieve their objective and will be achieving them in time to contribute to your broader goals for the school. To check if an objective is timely, ask yourself; is this the right time of year to attempt this objective? Have I provided enough time to succeed? Will it be complete in time to fit in with our overall improvement plan?
However you track your staff performance, whether through Arbor MIS or any other system, SMART is a useful framework to keep in mind. The best performance objectives will instill a sense of purpose, make task prioritisation easy, and give your staff a clear direction for the year ahead. Download a PDF checklist of this advice here, or read more advice on improving school and Trust operations here.
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